Better Ways Of Working: Flexible Working
Better ways of working:Flexible working
ForewordIn 2007, the core members of Constructing Excellence carried out a review of futures reports to decideon priorities for new guidance for our members who remain committed to a collaborative future. Sixthemes emerged and task groups were established to review existing material and produce a guide tohelp members stay one step ahead:Vaughan BurnandChairman, Members SteeringGroup, Constructing Excellence Collaborative procurement Collaborative cost reduction Collaborative design management Whole life costing and facilities management Environmental sustainability Better ways of workingThis guide was produced by a task group of members and others, all of whom committed time andresources to support this work, they are duly acknowledged at the introduction to this publication.It was also peer reviewed at meetings of the full membership to ensure maximum relevance andcoherence as a set of publications.We welcome feedback on all our publications at any time, please contact us at the address shown onthe back cover.It is increasingly important from both a personal and a business perspective that we use the limitedtime we have to best effect.How many timeshave you thought“there must be abetter way”?This paper explores what could be done in the Construction Sector and indicates what is being doneby successful business by way of inspiration.The intent is to stimulate different thinking about how we work. Flexible working can be a real “winwin” for individuals and organisations.I trust that the paper will generate debate and open up channels of learning among ConstructingExcellence members in how to establish “better ways of working”.I commend the paper to you.Mike EmmottCIPD Adviser Employee Relations2
Executive summaryAt a time of hardening economic conditions and increasingThe purpose of this guide is to stimulate thought, debate andcompetition for scarce talent the construction industry faces asharing of others’ current flexible working practices for the benefittough challenge. Great strides have been made over recent yearsof the wider construction industry. It concentrates primarily onincluding partnering contracts, frameworks, new products and offthe Management and office based roles within the Constructionsite manufacturing techniques and the emphasis on sustainability.Industry although many of the suggestions do clearly haveHowever the way we deploy our people has not significantlyrelevance to site based staff, either between projects or as a part ofchanged. Many other industries have changed the way staff worktheir normal working week.and now implement flexible working where previously the mindsetwas fixed.Many companies already do offer some flexible working practicesThe employment challenges facing the construction industry are inare to improve our industry we must join together to find betterall areas of recruitment, retention, development and reward of aways of working.strong and capable workforce and management. In a project basedbusiness time is always at a premium and how to use time to bestbut they are either informal, hidden or not widely discussed. If weThe paper recommends that receiving organisations review theeffect for the individual and the company is the key.findings of this paper, identify which issues may provide benefitAs an industry we solve problems all the time. Other industriesof CE Members to:are already finding better ways of working which is attracting thecurrent limited pool of talent capable of dealing with the constantand devise a plan for better ways of working. Requests are made best practice.change. The construction industry offers a huge range of careersand must also look to offer a similar range of methods of working.Review their own position and identify gaps against Refer to the references available and listed forfurther information.People are aware and do care about the world we live in. Theyunderstand that aspects of flexible working really do help theenvironmental, economic and social aspects of sustainability,while at the same time contributing to the success of dynamicbusinesses that they want to work for and importantly that clientswant to partner with. Share their experience and case studies of any suchflexible working practices through Constructing ExcellenceCollectively we can identify and implement better ways of workingand in so doing make us a more attractive industry for talent,customers and investors.There are clearly some major barriers and entrenched attitudesthat do not assist in establishing more flexible ways of working.In section 1 suggestions are made, drawn from experience fromthose who have succeeded in changing, on how to address theobvious barriers. The approach follows what we, as an industry,do best – treating it as a change management programme, with asimple phased approach.In section 2 we indicate a phased approach to flexible working thatidentifies what are perceived to be quick wins through to areas ofmeaningful investment and culture change.3
IntroductionMembers of the Building & Estates Forum in ConstructingIt quickly became apparent that the subject matter was so vastExcellence identified the need to explore “New Ways of Working”.that it became necessary to approach the subject in discrete parts,The following challenge was identified:looking at flexible working, diversity and “other ways” separately.“To develop an understanding of the implications for memberIt is acknowledged that there is inevitable overlap between thecompanies of diversity, flexible working and other new workingparts and it is planned that this will form part of a consolidationpractices.”exercise at a future stage.A working group was established under the Chairmanship ofThis paper focuses on “flexible working” and it is anticipated thatBrendan Morahan of Taylor Woodrow and the followingthe other areas will form the basis of work in subsequent phases.members contributed:Franck Crosnier - Taylor WoodrowHilary Richardson - Rider Levett BucknallCharles Tincknell - Willmott DixonJonathan Adams - Constructing Excellence & J.Adams ManagementA lot of research has been drawn upon by the group to producethis paper and whilst the majority of it has been drawn from nonconstruction related experience the group are confident that thelearning has valid application in the construction sector.Sarah Bowles - CostainThis guide is prepared with senior decision-makers and influencersDanny Granger - Turner & Townsendin mind as the intended audience.Chris Harty - University of ReadingDan Hutchings - CostainThere is perceived to be great benefit to accrue from workingMilan Radosavljevic - University of Readingmore flexibly at operation level but it is considered that, for this toChristina Reschke - Horden Cherry Leesucceed, the culture and leadership of businesses in the sectorChris Sargent - Turner & Townsendmust be open to the concept and convinced of the merits.Chris Slezakowski - SIG plcAlison Symmers - Willmott DixonThe subject-matter is complex and farreaching and the paperoutlines a stepped approach indicating ‘quick wins’ that businessescould take through to areas of meaningful investment.The aim of this paper is to raise awareness of potential, providechallenge to the status quo and share proven initiatives – it doesnot provide all the answers nor does it suggest that what works forone business will work for another. Readers must assess the meritsagainst the particular issues faced by their business.4
The business case for better ways of workingThe challengeMany areas of the construction industry have changed over recentyears, partnering contracts, frameworks, new products and off sitemanufacturing techniques, and the drive for sustainability to nameWhere flexibility in working does exist in our industry, it usuallyappears to be based on informal arrangements with trusted longterm staff, and often kept semi hidden so as not to upset othermembers of staff.but a few. One area that has not changed at the same pace is theIt is seen as a favour or possibly even a reward, such as, workingway we employ our staff and work as an industry.from home on a Friday. However, all the studies clearly show that,Many other industries have changed the way staff work andnow implement flexible working where previously the mind setwas fixed.Will those working for construction companiestoday be able to cope with future workload?Should we start competing for the untapped poolof “human resources”The employment challenges facing the construction industry are inall areas of recruitment, retention, development and rewarding astrong and capable workforce and management. In a project basedbusiness, time is always at a premium and how to use time to besteffect for the individual and the company is the key. Many of ourin general, home workers compensate for not being visible byworking harder and more effectively at home. In the last few yearswe now have broadband in the majority of UK homes, we haveoffice networks that can be connected into and a computer literateworkforce. Home working is just one form of flexible workingavailable as a means of satisfying the many and varied demandsfor work life balance that have developed for both the individualand company.Today’s workforce are aware and do care about the world we alllive in. They understand that aspects of flexible working reallydo help the environmental, economic and social aspects ofsustainability, while at the same time contributing to the successof dynamic businesses that they want to work for and importantlythat clients want to partner with.activities are site based and in the past so was the whole team -Why then do we insist on employing staff in the same way as wethe choice was simply to travel to site or travel to the office and asdid twenty years ago?a conscientious worker also to be seen to be there working earlyand late. Presenteeism rules prevailed.There are clearly some major barriers and an entrenched attitudeof finding reasons why it will not work, rather than how we canThere must be a better way of working!(A more effective way to use time to best effect for both individualand company!)really look to make all or some elements of it work for us.If we did have that “can do” attitude, and aligned this with ourproblem solving skills, we really would be a leading industry and we clearly are not!As an industry we solve problems on site every day of the week.Other industries are already finding better ways of working which isattracting the current limited pool of talent capable of dealing withthe constant change. The construction industry offers a huge rangeof careers and must also look to offer a similar range of methodsof working.Did you know?At BT they have 75,000 flexible workers out of a111,000 people and 14,500 are homeworkers.Even the AA has challenged the need to have alltheir operators in call centres and now employ 300call centre staff working from home.5
Barriers to flexible workingSo what is stopping us? How do we address the obvious barriers? Firstly, what are they?BarrierAdditional CommentNumber one issue - is trust.Lack of understandingFlexible working is not just about part time returning to work or working from home! There are a myriad ofdifferent ways of working flexibly.Fear of changeBecause we have already undertaken changes in the industry doesn’t mean that we should stop there. Instead itproves that we are capable of adapting for further improvement!SuspicionWill people really be as productive – just try it and see! Remember even if you cannot see them they are stilltrying. Measure outputs not inputs.Lack of controlTraditional workplace controls are less effective with flexible working. The solution lies in communication andclear aims, objectives and outputs. Other industries have managed this – there are tried and tested ways ofmanaging and leading flexible working.Control of mavericksFlexible working can in fact be highly effective in managing mavericks if linked to outputs and process. It alsolimits the impact and exposure of disruptive behaviour and methods on other staff.Managing people and managingtheir stressHow do I know when my people are struggling and need help – as above there are proven methods!Number two issue - the way we workNeed to shift to outputmeasurement rather thanattendanceThat old presenteeism again! Surely it is important that we manage output and not just check who is sitting attheir desk with little or no output.Accept the fact that it is not forevery individual / job roleIt just needs some thought as to what is appropriate – flexible working is not for every role or just as importantlyfor every individual in the organisation.Social networkingMany people do like working in offices and the social side that goes along with this! Formalised and moreinclusive events and effort need to be given, where before, informal activity occurred.Impact on corporate ethos(understanding of)Will this impact on our culture? This has been proven to work so it enhances and aids company culture andethos.Fear of career progresslimitation (not visible)Out of sight out of mind. Both the organisation and the individual need to make sure that outputs arerecognised and non visibility is not an issue.Regulation (competition act,health and safety, etc)Many fear that this will mean more work and/or cost for the company – is this really the truth?Home environment notconduciveWill we have to pay to make this available to everyone? It may just not be appropriate for everyone but it isworthy of consideration!Invest in a flexible infrastructure(IT, etc)As the construction industry, we are better placed than many others to invest in flexible infrastructures. Aren’twe supposed to be masters of cost/benefit analyses?Risk to business if notimplemented properly (H&S,disruption, confidentiality etc)Any change involves risk as does the lack of change. We as an industry, have the skills and really should practicewhat we preach re risk analysis and planning!6
What can we do?This whole issue is easily made sense of, if we treat this as aA successfully delivered plan will provide us with solutions to manychange management programme – something we do with ourof the questions facing the industry. The Egan Report talked aboutclients every day! The solution is to address these issues using ourthe step change needed and this will help release some of thatstrengths and make this a Project. Develop a Project Plan, devise alatent capacity to deliver it. The construction industry has someprogramme, develop a budget, implement, control and monitor.specific barriers, but we also have some great advantages. We areTake a simple phased approach.starting from a relatively low baseline, so some simple quick winscan make a big difference.A phased approachAs with all projects, adoption of flexible work needs Risk management Change management Staff engagement Alignment for business/client needsThe Project Plan will be unique to your organisation but firstly, whatare the objectives –Project Execution Plan for the Introduction of FlexibleWorking1. Overall create a great inclusive place to work as an industry.2. Become an Exceptional performing employerCan working patterns be created to suit anindividual’s circumstances?We have opportunities with client frameworks to change the waywe work together on a series of projects once trust can be builtup. We have a huge number of roles and don’t just work at deskswhere the options are limited.We have sites all over the country rather than just one locationand we have by nature a highly mobile workforce who are good atmanaging change. We have sustainability as a big issue that flexibleworking can also assist with delivering. Environmentally, we canreduce travelling and congestion; economically, we need less officespace, have less unproductive time; and socially, a better work life Better client satisfaction Better delivered projects Better staff satisfaction Better use of resourcesWe also now have the ability as an industry to take advantage of Better construction industrythe opportunities IT technology offers. The low tech construction3. Why? The Benefits Attract talents of people used to working in different ways Raise our profile – Changing perception of construction Maximise the ROI of IT solutions, site set up coststhrough usage and flexible ways of working Reduce wasted travel time Reduce business travel carbon foot print and costs Reduce staff turnover and associated costs Reduce estate and related requirement(including carbon footprint)balance, not being stuck in traffic and even seeing the kids in theworking week.industry is in the past - we now have to embrace the opportunitiesit gives our people just as we have to help deliver our projects.7
Case studies:1) Cranfield University and Working FamiliesCranfield University and Working Familiesundertook a two year research project reaching3,850 persons. According to the respondents,40% to 82% of the organisations contactedcould demonstrate some form of flexibleworking practice.They reviewed the employees and the employers perspective.It was encouraging that both felt that the introduction of flexibleworking had a positive effect on performance (61% and45% respectively).Employees reported that their relationship with their manager“The key findings of this rigorous two year researchimproved as they felt more trusted and they were judged on theirproject strengthen the business case for flexibleoutput. They felt that their freedom to manage their time and/orworking. The research involving seven blue chiplocation improved their productivity while enjoying a better workcompanies shows that flexibility has a positivelife balance. Managers confirmed their satisfaction with the levelof quality of work from flexible workers (with a neutral or positiveeffect on the quality and quantity of work and onview on impact in excess of 65%) while acknowledging thatemployee commitment. It is also clear that flexibleco-operation was vital. Flexible workers tended to demonstrate aworking works best where it is available tohigher commitment to their organisation.It works well when flexible and nonflexible workers are not treatedequally. Some identified a training need with regard to managingemployees with a flexible working arrangement.all employees”Sarah Jackson OBEChief Executive, Working FamiliesOverall, the report concludes that “flexible working was seenas an appropriate method of working and culturally acceptablewhen it was available to all employees regardless of their“These findings are important because they showpersonal circumstances”. In our experience, there is more andboth performance-related and longer term benefitsmore evidence from job interviews that - flexible working is notfrom flexible working. However flexible workingonly “acceptable” but essential for a large number of talentedshould not be seen as an add-on activity. Othercandidates. They expect it as a recognised way of working with HRpolicies. It is a must have, no longer a favour.HR policies may need to be adjusted in order toensure they support flexible working.”Dr Clare KelliherReport co-author and Senior Lecturer in Strategic HumanResource Management, Cranfield School of Management.8
2) BT 3) CentricaSt. Paul’s office includes 1500 work stationsand has an average of 8,000 working visitorsevery dayA review of work styles followed by the implementation of flexibleBy 2005, BT was saving 500m per annumthrough reduction in office estate for70,000 staff Flexible workers increased from 0.5% to 12% Work/life balance improved by 38%Productivity of 11,600 home workers is20% higher than office based colleagues;Home workers take 63% less sick leave Employee engagement improved by 3.9% 55% of mobile workers felt theirproductivity increased Average of 90 miles travel saving per personper week or the equivalent to 13 return tripsto the moon! Use of video confe
In section 2 we indicate a phased approach to flexible working that identifies what are perceived to be quick wins through to areas of meaningful investment and culture change. The purpose of this guide is to stimulate thought, debate and sharing of others’ current flexible working practices for the benefit of the wider construction industry.
Enabling flexible working: Cross-sector case studies and practice highlights 1 Introduction The widespread demand for flexible working and the significant policy drivers to improve flexible working and increase its use have underscored the need for real-life, evidence-based guidance to support flexible working implementation.
What impact might more part-time and flexible working opportunities have on overall teacher supply? 9 Barriers to part-time and flexible working 9 Benefits to schools from meeting the demand for part-time and flexible working 13 Making it work 14 What policies would encourage school leaders to increase flexible working? 20
4 Flexible working: myth or reality? Recommendation 1 To beat the stigma of flexible working being primarily associated with women, flexible working should be truly available to all. All jobs that can be worked flexibly should be advertised as such, with rare exceptions justified based on business need. Recommendation 2 Introducing a flexible
Flexible working is an enabler of workplace gender equality. As women do the majority of unpaid care in the UK3, the majority of flexible workers are women and an absence of flexible working options can increase the chances that they will leave the workforce.4 Flexible workers report feeling penalised for their working pattern with fewer .
Flexible working options are to be considered in an equitable manner for the whole work unit. Client service and patient care is not to be compromised as a result of flexible working arrangements. 3 Submitting a request to access flexible working arrangements Requests for flexible work should be made in accordance with section 27 of the Industrial
types of flexible working tips on developing an appropriate arrangement, and information on the value of flexible working. Tip for practices Ensure workplace policies, particularly for flexible working, are capable of implementation in pra
A) 5 ways B) 15 ways C) 16 ways D) 4 ways Objective: (10.5) Solve Apps: Complements Principle of Counting 32) If you toss six fair coins, in how many ways can you obtain at least two heads? A) 64 ways B) 63 ways C) 57 ways D) 58 ways Objective: (10.5)
making flexible working a reality across the organisation using flexible working as an organising tool It is far better to make flexible working a generally accepted reality in your workforce and to agree arrangements which suit the member and employer. But it can help to negotiate where you know the underlying legal entitlements.
